Robert Greene begins Chapter 33, THE CHAIN-REACTION STRATEGY with this. Terrorism, he shares, began in present-day Iran in the 11th century AD where a small secret band of Ismailis under the leadership of Hasan-i-Sabah began isolated and random terror assassinations of key leaders to instill fear in the empire of Sultan Malik Shah.
After many assassinations and the sultan finding a dagger on the floor of his bedroom, the Sultan called off a campaign to destroy Hasan to make peace with him. The term assassins come from their heretical devotion and lack of fear in carrying out their killings.
Terrorism & Leadership
Victory is gained not by the number killed but by the number frightened. —Arab proverb
I share this story not because your business might face terrorism. Rather, the greatest challenge for leadership today is fear itself.
COVID, the great resignation, inflation, the supply chain crisis, can generate fear and uncertainty. The message for how to respond is simple.
As Greene points out, “People are crafty, resourceful, and adaptable creatures. The way to paralyze their will and destroy their capacity to think straight is to consciously create uncertainty, confusion, and an unmanageable fear. If you have to deal with a terroristic approach, it is best to fight back in a determined but dispassionate manner—the response such types least expect.”
“In general, the most effective response to unconventional provocation is the least response: do as little as possible and that cunningly adjusted to the arena. Do no harm. Deny oneself, do less rather than more.”
As a leader, you provide a steadying influence, to guard against the hysteria felt by your threatened staff and supervisors which are being stoked consistently by the media.
“Authority: There is no fate worse than being continuously under guard, for it means you are always afraid.” —Julius Caesar (100–44 B.C.)
Leaders know actions speak louder than words. There are times when inaction, coolness, detachment, and calmness under duress breeds the most powerful of responses.
Weakness is not failing to respond. Weakness is responding incorrectly and inappropriately.
- Sun Tzu.
To create an environment where everyone is inspired to give their best, contact Positioning Systems today to schedule a free exploratory meeting.
Growth demands Strategic Discipline.
Discipline sustains momentum, over a long period of time, laying the foundations for lasting endurance.
A winning habit starts with 3 Strategic Disciplines: Priority, Metrics, and Meeting Rhythms.
Meeting Rhythms achieve a disciplined focus on performance metrics to drive growth.
Let Positioning Systems help your business achieve these outcomes on the Four most Important Decisions your business faces:
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RESULT/OUTCOME |
PEOPLE |
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STRATEGY |
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EXECUTION |
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CASH |
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How clear are you on what’s expected of you? If you’re the CEO, do you know your top 4-8 accountabilities and metrics to measure your contribution and job performance? When was the last time you scored yourself? How well do you manage yourself? Next blog we’ll explore why it’s critical to know your top accountabilities as a leader.